As a result of the continuously growing pressure to generate product innovations and to launch new products, the number of production start-ups is increasing rapidly. In the past twenty years, this number has on average more than tripled with nearly all automobile manufacturers. At the same time, companies are faced with the challenge of completing production start-ups within increasingly short time periods to improve their profitability and to remain competitive – "If we manage to produce a new product at full capacity within maybe three months instead of nine months, this translates into cash for the company", said BMW's Production Manager, T. Reithofer.

Consequently, mastering the production start-up and efficiently handling it are increasingly relevant for consistent and sustainable ramp-up management. According to experts from the automotive industry, an efficient production start-up (for example by a steeper ramp-up curve) can open up potentials of up to five percentage points of a model's return rate – based on the entire term of the product.

The goals of ramp-up management are guaranteed on-time availability of all components for the start of series production of a product, shortening of the series production start-up, transparent scheduling of terms and readiness levels as well as minimization of ramp-up costs. Besides a systematic ramp-up disturbance management, this also includes logistics control of component changes within the change management as well as of suppliers as part of supplier tracking.



Decisive for the ramp-up success of automotive processes are not only cross-discipline understanding of processes and consequences from actions but also predominantly the discipline and experience of those involved. This is something our consultants can offer due to various international reference projects in the automotive industry.

A number of partially unpredictable factors have an impact on product, process or plant/factory start-ups and their desired results. Particularly such complex value adding networks require a profound methods portfolio in addition to expertise. Be it classic process analysis techniques such as value stream/material and information flow mapping, Ishikawa diagrams or 5-Whys analyses as well as the ability to speak the customer's language – all of our consultants posses these skills. This becomes apparent from our pragmatic and stringent project management.


Reference projects: Pre-Production series support and ramp-up management

• Project coordination, analysis and IT design of the globally-utilized pre-production series order processing processes for an automotive group
• Analysis/restructuring of the production and supply processes of an automotive supply chain including value stream design and spanning several value adding stages
• Installation, introduction and training in the context of an information system for prototype and pre-production series processing


Our contact(s) for Pre-Production Series support and ramp-up management

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